As you read through them, consider that usually more than one is going on at the same time, and the more that are "true" for you, the harder it will be to take the necessary action. Check them out and see if any of them are familiar to you or true of a manager/leader you may know:
1. Being overly optimistic about their ability to change. If you’re a good leader, chances are you have a fairly optimistic mindset; you see possibilities where others see only problems. Apply that positivity to chronic underperformers and it works against you. You may be saying to yourself, "Maybe if I give it more time," or "Maybe I'm not helping them enough," and things can go on for too long.
2. Avoiding a conflict or painful situation. Even for some tenured, successful CEO’s I know, the prospect of having a conversation where performance or fit has become an irreconcilable or prolonged problem can be daunting. It can almost be like breaking up with a spouse or partner. People simply don’t want to do it, particularly if the person is well-liked.
3. Finding and recruiting a replacement is hard. Whether you have to make a case internally for a replacement req, or go through an internal/external recruiting process, or you have doubts about your ability to select and hire the “right” person, finding a replacement is difficult and time-consuming.
4. Not wanting to take on their work. Face it, we’re all super-busy, and the prospect of taking on someone’s work yourself, or assigning it to one of your team, is off-putting. Some elect to hang on to a problem person rather than deal with the additional work for the time it may take to justify and/or find a replacement.
5. Reluctance to admit a failure. Whether you’ve recruited the person and feel it would reflect on you badly that they didn’t work out, or they’ve worked for you for a long time, and your relationship is otherwise strong, having to fire or exit someone, it can be seen as your own failure, one that can be a hard pill to swallow.
6. Belief that they are irreplaceable or holding something together. They may have deep specialized knowledge that others lack, or manage a business, region, or set of functions that others don’t know, or they are particularly beloved by their team, it can be seductive to imagine that they are the “glue” holding things together, and without them (even despite their prolonged underperformance) things will come apart.
7. Loyalty or humanity. Maybe you like them, they like you, or both. Perhaps you worry about their family, livelihood future, or the emotional impact of a job loss. It’s both understandable and admirable that you would care about someone on your team, although if they are wrong for the role or not delivering results for a prolonged time period, chances are good a) it's going to have to happen, and b) their issues are a problem for their colleagues/your other people too.
Leaders who have an unintentional discouraging or negative impact on others, be it minor or more major, tend to overuse first position, and avoid third position. Here’s my suggested Third Position practice:
In several upcoming meetings and one on one discussions, take a small piece of your attention, and (metaphorically) float it in the air above the room like a satellite for the duration of the meeting. Imagine it’s observer-you … watching you, the other(s), and your impact on them. As you do this, silently ask yourself three questions:
1. What most needs to happen in this discussion?
2. How am I helping—or getting in the way—of that?
3. How should I adjust what I’m saying and doing to draw out their absolute best?
Ask yourself these questions and adjust how you participate once or twice during the discussion. Your answers may be to say less, say more, read others more carefully, ask different questions, etc. Try again in the next meeting or discussion, then the next one, etc.
The first step is to recognise when avoidance is happening. Remember, avoidance is an almost imperceptible pressure and it is often completely outside of our awareness. But asking key questions can help us to identify its presence:
Are things getting done in your group through heroics and fire-fighting? Do you get the feeling that you and your team are “dancing around something” or “walking on eggshells”? Do you experience this feeling when interacting with your managers? Do you find yourself becoming agitated, frustrated or easily upset? Are members of your team becoming agitated, frustrated or easily upset? Are you seeing this behaviour in your managers? Do you feel you are working towards unrealistic expectations or being exposed to ungrounded thinking? Are blame and/or cynicism becoming more prevalent in your team? Are factions developing in your team? Becoming sensitive to avoidance will put you in a better position to open up a conversation on the issues that are being avoided. At first, it will most likely feel uncomfortable, but simply remaining present and listening to what others have to say can go a long way in helping to reduce avoidance.
This knowledge can foster a better understanding of the anxieties that drive avoidant dynamics in your team and how to deal with them. Crucially, it will also put you in a better position to effectively engage with senior management.
The voracity with which users have taken to mobile internet has once again turned digital on its head; just who will be a winner in this cyber sweepstakes remains to be seen.
How much do you really enjoy browsing the internet on your phone? Having it within easy reach is certainly useful, but it’s fiddly to use. Apart from difficulties with fat-finger typing, predictive texting can turn our messages into something laughably different to what we were intending. All in all it can be a bit of a struggle.
Despite these drawbacks, there’s no stopping its popularity. Whereas three years ago only 15 percent of page views worldwide came from mobile devices, by now that figure had risen to over 40 percent and further explosive growth is forecast. The new motto therefore is “mobile first”.
The impact of this goes further than having to put up with an awkward little screen. After a difficult start in the 1990s (who still remembers the first internet bubble?) it looked like the digital business models were maturing. Building a promising internet business is no longer just a matter of finding ways to increase your unique page views; today you can also earn good money from advertising subscriptions and e-commerce.
Mobile fans claim earning opportunities can only get better in the mobile world. Your phone knows where you are and that means more relevant services and information being offered while all you have to do to pay for it is click or swipe. What these fans fail to mention, however, is that not only does this require a certain level of investment, but the “winner takes all” effect is far stronger than for the PC.
1. How Emotions Shape Brand Perceptions While a company may believe it has a technically or functionally superior offer, consumers’ evaluations are in essence emotionally based. Objectivity doesn’t exist, because everything gets filtered and colored by emotional responses. The bottom line is that there’s almost always more commercial gain to be made by going with, rather than against, what people have already emotionally internalized and accepted. 2. Igniting Brand Growth Through Emotional Connections Psychology and behavioral science shows us that every human impulse to act is driven by emotions. The rational brain has an opportunity to veto that impulse, but if the emotions are strong enough, the rational brain can be overridden. Imagine the impact this has on brand choice, purchase decisions, and loyalty. Do you know what emotions you want your consumers to feel? Do you know whether this will ensure victory against your competition in your category? 3. How Brands Make Emotional Connections There are many innovative ways to achieve emotional connection— from advertising and the quality of frontline consumer contact, to consumer membership organizations and company-sponsored consumer events. Emotional connection can take your customers beyond brand loyalty to the ultimate measure of a compelling brand: brand advocacy.
Far below all of our incessant mind-chatter, the list of what we have to do and what we have not yet done, the voices that berate us and celebrate us, is a quiet space. This space can be found with as little effort as taking a breath. In the pause that precedes every inhale, lives silence. Take one breath and try it. When we can learn to rest in it over time, we become comfortable in not needing to chase after conscious thought for answers. Step two: Heed the impulse
From the space of silence, a clear impulse beyond rational understanding may arise. When this aligns with your ultimate vision, the impulse should be heeded. It may come as an instantaneous knowing accompanied by an image of how it will move the vision forward. At other times, it may come as a sense of urgency and excitement that is designed to steer you to action. When this impulse arises, and it’s uncluttered by a fear-based emotion or limiting perceptions, it can serve as a sign post pointing you to the next step on your path. Step three: Stepping into action
When you are moved to step into action, follow the feeling of the impulse. There does not need to be a clearly defined plan of action or a clearly designated image to follow. Instead, there is a gut sense of how this impulse will carry you forward. Trust what comes and move with it. Once and action is taken, it is vital that we sit back, observe its impact, and return to silence as we integrate our learning and await the next impulse. When we practice these three steps in continual succession, we discover a circular dynamic continually moving us toward our vision, guiding our action and responses. With practice, this capacity to move and respond from intuition will be refined and honed. Ultimately, as Co-Active Leaders in the Field, we accept ownership for the whole of life on our planet. We seek to create a world that works for everyone because we understand that we are a part of everything that is happening in our larger world. We do, in fact, create our world together, every day, and all of our actions have an impact.
The speech that you give has to be your speech which represents your thoughts and feelings. Often times we’ll add additional things to our speech to support our position such as quotes or statistics. If the amount of time that you have to give a speech just got shorter, these are the things that you’ll need to drop. Keep the parts that clearly make this your speech and your thoughts.
Everything You Say Must Be Purposeful
This may be the most important part of your speech. Why are you giving it? What actions do you want your audience to take based on hearing your speech? These are all points that you have to be very, very clear about. No matter how little time you are given to deliver your speech, the purpose of your speech much be front and center of your speech.
While 94 percent of the U.S. public is connected and 91 percent of the poor have Internet access, the researchers conclude that there's a growing problem with citizens being "under-connected." In many cases, this translates into a single Internet-connected computer or smartphone in the household or slow service.
All of this makes it more difficult for adults to conduct business or obtain health and medical information. Yet it also impacts children and their ability to learn. Vikki Katz, a Rutgers University scholar and co-author of the study, notes that poor connectivity impacts "the kinds of things that help families get by and the kinds of things that help families get ahead."
Although many initially viewed the Internet as a way to span the so-called digital divide and raise education and income levels, it's increasingly clear that today's broadband is more like a frayed rope bridge straddling a deep canyon. Knowledge and skills shortages are now a chronic problem for U.S. businesses looking to compete in the digital economy -- and IT is often at the center of this troubling equation.
Yet it isn't only the poor who are taking a hit. The U.S. now ranks 24th in Internet speed worldwide, according to content delivery network firm Akamai. Incredibly, Bulgaria, Romania and Latvia rank higher. And let's not even delve into rural areas of the U.S., where broadband is still nothing more than a pipe dream. Although the FCC's Connect America Fund program is moving forward, it alone cannot solve the problem.
Amid a deeply divisive political environment, Congress and states need to focus on how to expand broadband access to all so that the underserved don't wind up becoming the completely disenfranchised. In addition, industry needs to think about how it can play a role in supporting and building out broadband—including boosting speeds to keep the U.S. competitive. Kudos to Google and its Fiber project, which is already rolling out free fast Internet connectivity to those living in low-income households.
Here's the deal: a lack of investment in broadband now will very likely translate into a diminished ability to compete (and far fewer customers) in the not-too-distant future.
The paradox is clear: the harder you fight for your piece of the pie, the smaller the pie becomes. Perhaps it is better to put your money and energy into changing the pie itself. There are plenty of examples of companies going against the market trend by focusing on the real value they deliver to their customers. For example, in the media industry, newspapers such as Die Zeit in Germany and Holland’s Volkskrant, have maintained or even grown their paper circulation. Their secret: they changed from being primarily a collector of news facts to an interpreter of news, providing relevant background information based on their own research.
There are also stores, such as home and cosmetic retailer Rituals, which have been able to create a special appeal through their unique product range, atmosphere and service, luring customers away from e-commerce sites. Some manufacturers of branded goods decided not to confine themselves to pretty commercials but to start an open dialogue with their customers, such as Unilever did with its Dove campaign.
Not every company will succeed in turning the tide; at the very least, the pie will taste better.
Can the product or customer experience be digitised with little or no negative impact on customer satisfaction? It’s true that nowadays customers expect to be able to access the majority of products and services digitally, but the extent of digitisation expected varies depending on the industry.
In some sectors, the human element remains crucial to customer satisfaction. The majority of people still prefer to see a doctor when they’re ill rather than to consult WebMD. When we have a customer service issue we mostly opt to speak to a person rather than an automated answering machine. For now, when we need legal advice, most of us prefer to consult with a human expert. And until the driverless revolution actually takes place, we still need a person to drive us around even if we’ll happily find them through an app.
In other sectors, the product or service can be just as good or even better when the human is replaced by a machine. Once upon a time, few could imagine automated supermarket check-outs, let alone shopping on the internet. Now, online shopping is par for the course and can often be quicker, more convenient, and more cost-effective than shopping in store. As delivery, particularly for non-food products, has become more reliable and cheaper, it has become possible for more and more consumers to get a good, and sometimes better, experience online than in-store.
The bottom line is this: where there is scope for some or all of the customer experience to be replicated - or improved - through digitisation, sooner or later it most certainly will be. The answer? Get there first.
Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan “Press On” has solved and always will solve the problems of the human race—Calvin Coolidge No matter how talented someone is, success demands psychological traits like grit and persistence if they expect to keep moving forward when confronted with an obstacle or roadblock.
Public speaking is widely regarded as one of the most nerve wracking things we can do in our professional lives, and I’ve written a few times about various technologies that aim to help you, whether it’s an AI that will write your speech for you, a VR environment to allow you to practice, or augmented glasses to give you live feedback as you present.
These are all well and good, but there is still no getting away from the actual act of standing up in front of an audience and doing your thing. One of the trickiest parts of public speaking is knowing where to look. Whilst thankfully the old advice to imagine the audience naked is seldom trotted out, there is still a degree of confusion as to whether you should focus on a friendly face, or scan the room.
It’s probably fair to say that the consensus is to spread your gaze around to create the impression that you’re speaking to the whole room, but how do you respond to the expressions on those faces as you glance about?
Computers do much of the news analysis now, tracking newswires around the clock and responding immediately. “They’re just looking for mathematical relationships and patterns,” Fanarakis says.
Unfortunately, machines are only as good as the algorithms that humans create. Fanarakis says banks have responded by hiring the best mathematicians and computer scientists they can find from any field. “One of the people who helped build our model was literally a rocket scientist,” she says. “Math is math. You establish the mathematical relationship between assets and what’s driving things.”
Certain rules apply, which guide the predictive models. When the world is going through upheaval, for example, people will always buy U.S. dollars. “At the end of the day when things are really bad, people trust the Fed to do the right thing and act rationally,” Fanarakis says.
Rules also have exceptions, which means the science of correlating news events to investment decisions remains inexact. “It’s always better to be lucky than smart,” Fanarakis says. “There are very few firms that have been able to be successful year after year.”
What can I do to help us work together more effectively? Is there anything I'm not noticing or paying enough attention to that I should know? What should I know about your workload that would be helpful to you? Is there anything I'm doing -- or not doing -- that's de-motivating? What (more) can I do to help you with your goals and your career? * * *
Use them sparingly: Best asked separately (not all five at once) and periodically
When the possibility of asking them comes up in discussion with my coaching clients, I hear a spectrum from, "No way I'm going to ask this," to "If I ask this, I'm going to have to do something about it," to "This is a great question."
The latter response comes from more secure leaders. You have to have a healthy ego to ask blind spot questions and hear the answers with an open mind. When they use the questions, my clients have found they have yielded great results.
six typical flaws in CEOs that either don’t show up further down the ladder or have actually helped the leader to climb it, but in many cases, become liabilities in the corner office:
· Excessive narcissism (constant need for admiration, can solve problems without help)
· Hubris (confidence becomes pride and arrogance, “rules don’t apply to me”)
· Imposter syndrome (dread of being exposed as imperfect)
· Folie à deux (leaders shift delusions to subordinates)
· Hypomania (excessive optimism, anything is possible)
· Inadequate life scripts (replaying scripts that satisfied basic wishes in the past)
These flaws are often exacerbated by the nature of the job. This is what I call “altitude sickness”. The CEO role is a lonely job. At every career step before this one, there are peers to talk to about what’s going on, but those checks and balances disappear at the top. Information and feedback are distorted; people tell the boss what they think he or she wants to hear. Leaders are often expected to personify the company and are idealised by employees. External stakeholders are even worse; they want to see a winner or, preferably, a CEO who’s on a perpetual winning streak. It’s more than a lot to live up to.
The ideal environment within which CEOs could learn, however, would be far from the environment that most CEOs currently occupy.
The question is how to deal with these people? How can we channel the positive aspects of their character and lessen the negative aspects? How can we get the best out of them?
In answering these questions, we should keep in mind that thrill seekers like Lawrence will always have problems with more regulated society. Their behaviour is bound to cause a certain amount of conflict. At the same time, given their knack for adventure, many of these people will have the ability to attain the highest levels of creativity and innovation in science, business, government and education. But people who decide to hire them should be cognizant of what they are in for.
These Type T personalities can cause havoc with respect to more habitual organisational processes. The people who employ them need to be very careful in selecting work that will fit them. Because thrill seekers are quickly susceptible to boredom and dislike repetition, routine and dealing with people who are not stimulating, managers need to find creative solutions to channel their considerable energy into constructive paths. They are best suited for positions involving novel, stimulating and unconventional activities – unstructured tasks that require a high degree of flexibility.
Priorities – consumers buy into products that talk to the things that matter in their lives. But “things that matter” is not a static thing. As social attitudes change, what matters and the level of urgency that we have for its attainment also changes. Marketers often believe that people buy products and services because of their intrinsic goodness. That’s why they’re so keen to tell stories based on features. But powerful brands look to appeal to our wish to change the world. That world may be as immediate and personal as our own happiness, or as panoramic as global change. It must press a button in us that others can’t press in the same way. Perhaps it’s speed. It could be time, quality, excitement, finding, togetherness…And it changes. Not just as attitudes and priorities change, but also as competitors match a particular appeal or pitch a greater appeal to buyers. Brands need pressure to work, not in a selling technique sense but in the sense of gathered energy, because without pressure there are no priorities. People look for inspiring answers to things that loom large. The critical insight is understanding why your brand delivers on a timely priority in an inspiring way.
In North American mainstream culture, the following colors are associated with certain qualities or emotions: Red –excitement, strength, sex, passion, speed, danger. Blue –(listed as the most popular color) trust, reliability, belonging, coolness. Yellow –warmth, sunshine, cheer, happiness Orange — playfulness, warmth, vibrant Green — nature, fresh, cool, growth, abundance Purple –royal, spirituality, dignity Pink — soft, sweet, nurture, security White –pure, virginal, clean, youthful, mild. Black –sophistication, elegant, seductive, mystery Gold — prestige, expensive Silver — prestige, cold, scientific Market researchers have also determined that color affects shopping habits. Impulse shoppers respond best to red-orange, black and royal blue. Shoppers who plan and stick to budgets respond best to pink, teal, light blue and navy. Traditionalists respond to pastels – pink, rose, sky blue.
“A leader’s intelligence has to have a strong emotional component. He/she has to have high levels of self-awareness, maturity and self-control. He/she must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal part of joy and humility. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.” ~Jack Welch, Former Chairman of General Electric speaking to WSJ
Leadership begins and ends with inner strength requiring the ability to understand ourselves very well while consistently learning, growing and developing. In addition to enhancing self awareness, strong leaders are adaptable to their surroundings, transparent, exhibit positive energy and practice emotional self-control. Effective leaders are empathetic, service-oriented and organizationally aware of their surroundings, reading people and cues well. Lastly, they are relationship builders, inspiring others, influencing effectively, coaches, people developers, team collaborators and able to manage conflict as well as change. All of these are dimensions of emotional intelligence.
Every dollar you get from a funder should be put to good use. We, as nonprofits, need to respect that. But as a sector, we also need to be better at communicating how we spend our money and that it’s done in a fair way. Donors, as conscientious consumers, want to know that their money is being spent in every way possible to improve the social and economic standing of everyone. Look at fair trade chocolate, clothing and coffee—people are happy to spend a little more on products because they know workers are being treated fairly, and they are improving local economies. There’s no reason that nonprofits can’t justify treating their workers better and improving local economies via fair overhead.
The parallels with negotiation are hopefully easy to see: science suggests that negative moves hurt five times more than positive ones can amend and even more so if the interaction is based on a power difference. Even if there is a power difference, the restraint in using such power prevents the decrease in satisfaction and increases positive emotions. Since the impact of negative or power interactions is five times stronger than positive ones, it pays off dramatically to have a very risk-averse and preventive (abstinence of power moves) approach to negotiation.
Thus, when value negotiation suggests a risk/reward approach, it is important for negotiators to calibrate their assessment of risk and attempt to eliminate the inherent and often unnecessary risk contained in power moves. Win-win choices do not mean that we do not take risks or do not seek to maximise the rewards behind our moves, but rather that we maximise rewards, while aware of and mitigating risks by best framing, timing and phrasing what we want to say or do. This way we do not slide five steps backwards for every step forward. As a certain famous brand likes to suggest: Keep moving forward!
The big problem for many negotiators is that they rarely develop a full understanding of their own and the other parties’ interests. Instead negotiators consistently focus myopically on a handful of salient interests, often centred on price. As a result, negotiators often don’t realise how their apparently successful bargaining on price is potentially reducing how well other important interests are met. Ultimately, negotiators who believe price can be negotiated by itself risk both asking for, and saying “yes” to, deals that are potentially worse for them than before the discount.
Let’s be clear. We are not saying that you should not negotiate for a discount. What we are saying is that you can’t change the price you pay without changing what you get in return. Thus, success in negotiation should not be based whether or not you manage to get that discount or concession. Rather success needs to be based on whether the system is in a more valuable state as a result of what you do. This requires you to think through the consequences and reactions, both positive and negative.
No one marketing strategy fits all. So how do you create a loyalty program that will increase loyalty and boost revenue?
Above all, a well-executed gamification strategy should be fun for the customer. A customer who’s having fun is more likely to participate in the program. Ideally, a loyalty program should offer rewards to as many customers as possible, encouraging competition and giving the customer goals to strive for. These goals most often take the form of badges, unlocked benefits, or other rewards that seem exclusive.
Your loyalty program should also:
Educate customers about your brand and products Guide your users toward using more of your products Make customers into “brand ambassadors” who will spread word of mouth. A gamification strategy should also include a way to collect and interpret customer data, as well as provide a means of feedback. Finding out what customers do and don’t like about your loyalty program is critical to its success.
HEAD TO THE VIRTUAL WHITEBOARD . . . Being able to see the people you’re working with is nice, but it’s even more powerful to be able to see the things we’re working on together.
Imagine that in your virtual conference room there’s a whiteboard on the wall. Your VR/AR glasses can show you the scribbles everyone in this meeting have contributed, all combined into one shared whiteboard. If you run out of room, it’s easy to scroll the virtual whiteboard with a flick of the wrist, exposing new, blank spaces—and to select, cut, and paste scribbles that are already there.
This will prove an unexpectedly powerful feature. For brainstorming and generating new ideas, it really helps to be face to face. And simple as it is, the (analog) whiteboard is ubiquitous because it already lets you do that; people love to draw and write on the wall, and talk about whatever's taking shape there.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.